WESCO International John Engel Chairman, President and CEO. EPG Conference May 16, 2016

Transcription

1 WESCO International John Engel Chairman, President and CEO

2 Safe Harbor Statement Note: All statements made herein that are not historical facts should be considered as forwardlooking statements within the meaning of the Private Securities Litigation Act of Such statements involve known and unknown risks, uncertainties and other factors that may cause actual results to differ materially. Such risks, uncertainties and other factors include, but are not limited to: adverse economic conditions; disruptions in operations or information technology systems; product, labor or other cost fluctuations; supply chain disruptions or loss of key suppliers; expansion of business activities; exchange rate fluctuations; tax law changes or challenges to tax matters; increase in competition; risks related to acquisitions, including the integration of acquired businesses; litigation, disputes, contingencies or claims; legal or regulatory matters; debt levels, terms, financial market conditions or interest rate fluctuations; goodwill or intangible asset impairment; common stock dilution; and other factors described in detail in the Form 10-K for WESCO International, Inc. for the year ended December 31, 2015 and any subsequent filings with the Securities & Exchange Commission. Any numerical or other representations in this presentation do not represent guidance by management and should not be construed as such. The following presentation includes a discussion of certain non-gaap financial measures. Information required by Regulation G with respect to such non-gaap financial measures can be found in the appendix and obtained via WESCO s website, 2

3 WESCO Overview Competitive Differentiators Vision Performance Goals The global leader of Product portfolio supply chain solutions addressing customers MRO, OEM and Grow faster than the market capital project demand streams. Service capabilities Strategy Double digit EPS growth 3 Global footprint Talent and culture 1. Accelerate One WESCO Growth Initiatives 2. Strengthen Product and Services Portfolio 3. Streamline Business 4. Global Supply Chain Management 5. Effective Capital Allocation Free cash flow 90%+ of net income Superior investor returns

4 Competitive Differentiator: Product Portfolio Product Categories 9% 10% 40% 11% 15% 15% General Supplies Data & Broadband Communications Wire, Cable & Conduit Electrical Distribution & Controls Lighting & Sustainability Automation, Controls & Motors Value Drivers Fulfill MRO, OEM, capex customer demand streams Broaden product portfolio Improve margin profile Expand global sourcing Increase private label Supplier-optimized value chain 4 providing world class brands when and where needed

5 Competitive Differentiator: Service Capabilities Value Drivers Service Offerings ~25% 2015 $7.5B Sales Expand service offerings: Storeroom services Inventory management Logistics Warehousing Kitting/pre-assembly Labor and supply chain outsourcing Capital project management IT procurement solutions 5 providing a comprehensive service value proposition for customers

6 Competitive Differentiator: Global Footprint Value Drivers Accelerate One WESCO growth strategy with bluechip customers WESCO locations Countries 17 Employees 9,300 Extend service capabilities Grow organically through local presence 7 5,300 Further expand through bolt-on acquisitions expanding globally with blue-chip customers

7 Competitive Differentiator: Talent Management New position/leader in 2014 New position/leader in 2015 New position/leader in 2016 CEO Strategy Value Drivers Streamline the organization CFO Lean COO Retired December 2015 CHRO GC One U.S. business leader New Canada business leader U.S. CFO Canada CFO U.S. Canada Global Sales & Marketing Global Supply Chain & Operations New Global Sales and Marketing organization End-market leaders Product category managers ecommerce development International ecommerce New Global Supply Chain and Operations organization Integrated Supply CIO Strengthened finance capabilities within geographic businesses 7 talent is our differentiating value creator

8 Competitive Differentiator: Continuous Improvement Culture WESCO Lean Journey Pull system for continuous improvement to drive business results by engaging employees at all levels to be customer focused, process minded, relentless in waste reduction, and empowered to lead positive change. Enterprise-wide application and results Focus on sales, operations and transactional processes Industry-leading value creation program for customers Lean leadership, culture and certification programs Dedicated field resources driving increase in kaizens A distinct, competitive differentiator 8 accelerating Lean inside and outside the company

9 Focused Execution: Enabled by Talent and Culture Global roles Streamlined organization Uniform planning process Bottom up sales plans Compensation tied to sales plans KPI s to monitor performance Contingency planning Focused Execution 9 driving improvements in results and forecast accuracy

10 Global Sales and Marketing Priorities Priorities Integrating all our efforts around customers Focusing on profitable organic growth opportunities Integrate our portfolio of products, services, and supplier relationships into comprehensive supply chain solutions for our customers global MRO, OEM, and capital project needs. Branding, demand creation programs, and marketing leverage Sales and specialist training and solution selling Refining management incentive and sales force compensation plans 10 to expand our global customer base and relationships

11 DATA COMMUNICATIONS WIRE DATA COMMUNICATIONS CONDUIT-METAL CONDUIT-NON METALLIC CONDUIT & CABLE FITTINGS RACEWAYS, WIREWAYS,STRUT,CABLE TRAY WIRE, POWER, CORDS & BUILDING BOXES METALLIC & NON-METALLIC CIRCUIT BREAKERS CUTOUT, ARRESTOR, CAPACITORS & H.V. SWITCHES ENCLOSURES ENGINEER SERVICES & (W) RENEWAL PARTS FUSES, FUSE BLOCKS & FUSE HOLDERS LOADCENTERS/BREAKERS/METER CENTER METERING/INSTRUMENT TRANSFORMERS PANELBOARDS/SWITCHGEAR/BUSDUCT T&D UTILITY PRODUCTS TERMINATIONS,LUGS,CONNECTORS & ACCESSORIES TRANSFORMERS TRANSFORMERS:DISTRIBUTION TRANSFORMERS:POWER WIRING DEVICES MOTOR CONTROL CENTERS MOTORS & DRIVES SAFETY SWITCHES CONTROL - OPEN & CLOSED PROGRAMMABLE CONTROLLERS ELECTRICAL SUPPLIES FANS,HEATERS,VENTING EQUIP. INDUSTRIAL MAINTENANCE MISC ELECTRICAL TOOLS TAPE,INSULATING MATERIAL,HEAT SHRINK TUBING,SEALANTS & ADHESIVES FACTORY PRODUCTS BALLASTS LAMPS LIGHTING Checkerboard Strategy Oil and Gas Global Account Customer with Trapped Potential PRODUCT CATEGORY PENETRATION Data Comm & Security Wire & Cable Electrical Distribution & Controls Automation Safety & Industrial Supplies OEM Lighting % Sales Penetration >80% ~ 50% < 20% New business LOCATION 1 LOCATION 2 LOCATION 3 LOCATION 4 LOCATION 5 11 resulted in 40% sales increase with a mature global account

12 Checkerboard Execution Strategy Data Analysis Across 27 product segments Discovery Validate opportunities Execution Execute sales plan Supply Chain Solution Scope Phase Sites One WESCO Product expansions Capital projects Outsourcing Results Double digit growth in the following product categories: Communications and security Safety & industrial Wire & cable Electrical distribution & controls Over $45M of incremental sales in 2015 ~30% growth 12 targeting key global account sites to unlock untapped sales opportunities

13 Capitalize on Growth Markets Cloud Computing Critical Infrastructure Protection Intelligent Buildings LED Lighting Retrofit Alternative Energy Physical Security Broadband Communications Industrial Networking 13 developing core competencies and resources in growth markets

14 Acquisitions Markets & Customers Geographies Core Products & Suppliers Strategy and Priorities Consolidate core electrical products and services category in North America Expand into adjacent product and services categories Follow customers globally and establish local operations in high priority countries. Cumulative Acquired Sales ($M, first 12 months) 1,500 # ,600 1,900 2, Acquired Sales by End Market since 2010 Acquisition Criteria Consistent with WESCO strategy Rate of return greater than WESCO risk-adjusted average cost of capital Accretive in first year of operation Margins higher than WESCO CIG Industrial Utility Construction 14 driving strategic growth and shareholder value

15 Global Supply Chain and Operations Priorities Customer Service Safety Strategy Simplify and streamline business Lean processes Optimize footprint 15 Operations Transportation Network Optimization Supply chain management Optimize supply base Leverage purchasing Manage inventory Improve pricing Optimize with tools and analytics Measure with KPIs center on Lean applications across the supply chain

16 Supply Chain and Operations Organization designed for efficiency and effectiveness in sync with marketing demand creation, sales operations, and category management Sourcing Inventory Pricing Operations Transportation $6B+ spend 12,000+ Special Pricing Agreements $800M+ inventory 1M+ products 80,000+ customers 9 distribution centers 500+ branches $90M+ spend 16 focused on customer satisfaction and profitability

17 Financial Performance ($ Billions) Sales 6% EPS 8% CAGR ($) CAGR TTM Q Free Cash Flow % of Net Income on Average TTM Q TTM Q % Total Shareholder Return ($ Millions) (January 1, 2010 through April 30, 2016) Note: See appendix for non-gaap reconciliations. 35% YTD TSR 85% 81% 170% 162% solid long-term performance, including a challenging % WCC S&P RUT GWW FAST AXE

18 Q Highlights Organic Growth (%) (3.0) (5.3) (7.6) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Jan (7)% Feb (6)% Mar (7)% (6.7) Q1 Reported sales were down 2% Workday adjusted organic sales were down 6% in the US and down 11% in Canada Adjusting for Easter holiday, March organic sales were down 5% Oil & gas sales down ~25% Strong free cash flow of over 200% of net income Cost controls partially mitigated sales decline Completed AED acquisition Note: Workday adjusted; see appendix for non-gaap reconciliations. performance in line with outlook

19 Cost Leverage Sales per Employee ($ Thousands) SG&A (%) 19% NAED NAED SG&A/ Employee ($ thousands) NAED: National Association of Electrical Distributors Note: See appendix for non-gaap reconciliations compares favorably to industry benchmarks

20 Operating Margin 8% 6% 4% 3.9% 5.0% 2% 2.3% 0% Note: See appendix for non-gaap reconciliations. 20 sequentially raising the trough through scale and cost management

21 Effective Capital Allocation Leverage (Total Par Debt to TTM EBITDA) > $1B of free cash flow over last 4 years Target Leverage 2.0x 3.5x 3.8X Cash Deployment Support organic growth Fund accretive acquisitions 3 Reduce financial leverage Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q Share repurchases Dividends 21 Note: See appendix for non-gaap reconciliations. maintaining fiscal discipline while funding growth

22 22 Five Year Outlook Performance Goals 2016 to 2020 Grow faster than the market Organic growth Acquisitions Double digit EPS growth Free cash flow 90%+ of net income Superior investor returns Stable gross margins Cost structure optimization Working capital management Controlled capex Improving ROIC Consistent execution

23 Outlook Sales ($ B) 7% to 9% CAGR EPS ($) 10+% CAGR ~7.5 ~7.1 Average per year 2% from organic growth initiatives 2-3% from acquisitions Market growth ~ Average per year ~20 bps gross margin ~50% pull through ~30% effective tax rate Share repurchase to manage dilution E 2020E E 2020E See appendix for non-gaap reconciliations. Free cash flow equal to at least 90% of Net Income ROIC above WACC, including acquisitions 23 managing the business for double-digit EPS growth

24 Invest in WESCO Industry leader with deep domain expertise in electrical, industrial, construction, and utility Proven business model and well positioned in large, fragmented markets Blue-chip customer and supplier base Proven acquirer and integrator in a consolidating industry Extensive global supply chain capability Operational excellence culture founded on Lean Operating margin expansion results and future potential Strong free cash flow generation through economic cycle 24 strong company with proven and effective supply chain solutions

25 25 Q&A

26 Appendix

27 27 Sales Growth (%) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Consolidated (4.4) (7.4) (6.7) (4.7) (2.2) Acquisition Impact Core (0.3) (0.9) (6.0) (9.4) (9.7) (6.7) (6.1) FX Impact (1.9) (1.7) (0.9) (2.0) (1.6) (2.5) (3.0) (4.1) (3.7) (3.4) (2.6) Organic (3.0) (5.3) (6.0) (3.3) (3.5) WD Impact (1.6) (0.4) (1.6) Normalized Organic (3.0) (5.3) (7.6) (3.3) (6.7) Estimated Price Impact

28 28 Q Sales Growth Geography (%) U.S. Canada International Total Change in net sales 2.1 (18.0) 2.2 (2.2) Impact from acquisitions Impact from foreign exchange rates - (10.0) (7.6) (2.6) Impact from number of workdays Normalized organic sales growth (6.3) (11.2) 6.6 (6.7)

29 29 Financial Leverage ($ Millions) Twelve Months Ended March 31, 2016 Financial leverage ratio: Income from operations $ 356 Depreciation and amortization 65 EBITDA $ 421 March 31, 2016 Current debt and short-term borrowings $ 50 Long-term debt 1,391 Debt discount and deferred financing (1) 180 Total debt $ 1,621 Less: cash and cash equivalents $ 148 Total debt, net of cash $ 1,473 Financial leverage ratio 3.8X Financial leverage ratio, net of cash 3.5X (1) Long-term debt is presented in the condensed consolidated balance sheets net of deferred financing fees and discount related to the convertible debentures and term loan.

30 30 Free Cash Flow Reconciliation ($ Millions) TTM Q Cash flow provided by operations Less: Capital expenditures (15.1) (33.3) (23.1) (27.8) (20.5) (21.7) (20.3) Add: Non-recurring EECOL pension contribution Free cash flow Free cash flow as a % of adjusted net income 97% 68% 118% 117% 84% 125% 128% Note: Free cash flow is provided by the Company as an additional liquidity measure. Capital expenditures are deducted from operating cash flow to determine free cash flow. Free cash flow is available to fund the Company's financing needs. During the quarter ended September 30, 2013, a non-recurring contribution was made to fund the Canadian EECOL pension plan. This contribution was required pursuant to the terms of the share purchase agreement by which the Company acquired EECOL in EECOL sellers fully funded this contribution by way of a direct reduction in the purchase price at the date of acquisition. U.S. GAAP requires the contribution to be shown as a reduction of operating cash flow, however, it is added back to accurately reflect free cash flow.

31 31 TTM EPS (Dollars in millions, except for EPS) Net Income Attributable to WESCO International, Inc.: Q Q Q Q TTM net income attributable to WESCO International, Inc TTM Diluted EPS: TTM diluted share count (millions) 49.2 TTM diluted EPS $4.06

32 32 Other Non-GAAP Reconciliations (Dollars in millions, except for EPS) Adjusted Income from Operations (Adjusted EBIT): Income from operations (EBIT) ArcelorMittal litigation charge (recovery) included in SG&A 36 (36) Adjusted income from operations (Adjusted EBIT) Percent of adjusted sales 5.7% 5.9% Adjusted Selling, General and Administrative Expenses: Selling, general and administrative expenses ArcelorMittal litigation recovery included in SG&A - 36 Adjusted selling, general and administrative expenses 925 1,033 Percent of sales 14.1% 13.7% Adjusted Net Income Attributable to WESCO International, Inc.: Income before income taxes ArcelorMittal litigation recovery included in SG&A - (36) Loss on sale of Argentina business - 2 Loss on debt extinguishment - 13 Adjusted income before income taxes Adjusted provision for income taxes Adjusted net income Less: Net income / (loss) attributable to noncontrolling interest - - Adjusted net income attributable to WESCO International, Inc Adjusted Diluted EPS: Diluted share count Adjusted Diluted EPS $4.38 $5.02

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